Multilevel study of transformational leadership and work behavior: job autonomy matters in public service

Abstract

Purpose This study aims to use self-determination and social exchange theory to investigate how transformational leadership influences employees’ motivation for their work behaviors, with job autonomy serving as a mediator. This study hypothesized that transformational leadership could promote employees’ autonomy in performing their tasks, leading to the development of innovative work behaviors and organizational citizenship behaviors. Design/methodology/approach Using a multilevel approach, data was collected from 409 public service employees across 39 departments. Findings The findings indicate the significant impact of transformational leadership on shaping employees’ innovative work and organizational citizenship behavior. Notably, job autonomy emerges as a pivotal mediator, facilitating the positive effects of transformational leadership by empowering employees to explore innovative tasks beyond their prescribed roles, thereby enhancing team effectiveness and employee engagement. Originality/value This study’s originality lies in its innovative use of multilevel analysis to reveal job autonomy’s mediating role, offering fresh insights into promoting innovation and organizational in public service settings.